Marketing Plan Aro Palace 5 Stele Brasov
Marketing Plan Aro Palace 5 Stele Brasov
Marketing Plan Aro Palace 5 Stele Brasov
Aro
Marke
ting
plan
Executive summary:
Aro Palace hotel 5*, is one of the five hotels owned by Aro Palace
group.
Having a history for more than 70 years, being opened back in 1939,
the hotel is the only one having 5 * in Brasov.
In 1963,
he was
consumer
consumer
extended by behaviour
behaviour
constructing a
target
target
new building market [
market [ 4P
4P vision
vision &
&
(PRODUCT
(PRODUCT mission
and in 2005, PRICE
PRICE
mission
statement
statement
PLACE
PLACE
he was raised PROMOTIO
PROMOTIO
N
N)]
)] marketi
to a 5 *
ng
standard. The planning
hotel has a process
S trength
S trength
privileged segmentation
segmentation O
W eakness
W eakness
pportunity
O pportunity
+ targeting
+ targeting T hreats
position, T hreats
analysis
analysis
being situated
EXTERNAL
EXTERNAL
in the old city ENVIRONMEN
ENVIRONMEN
T
T
of Brasov.
The
hotel offers 312 double rooms, singles, apartments, studios, 1 presidential
apartment, 1 room for people with handicap, 6 restaurants, 4 conference
rooms, 1 spa, all of which being equipped with the latest features.
First of all, we are looking to find out the hotels target market, the
consumer behavior, and its vision & mission statement; we will also make a
SWOT analysis followed by external environment.
Regarding our visions, we have short term achievable goals for the
upcoming year, and also long term goals, which can be achievable in 3 to 5
years.
ECONOMIC factors
Include the inflation, when the increase in the price of goods and
services affects the business itself and the economy as a hole. Since our
country despite of being part of EU still uses local currency, the exchange
rate between local currency and EURO can be considered as an economic
factor.
The income per capita in our country dramatically dropped in the past
2 years, so this can be considered a very important factor which cannot be
overlooked. Unemployment is reaching new records day by day, big
multinational companies have to move their businesses elsewhere (see
Nokia, they moved to Asia)
SOCIAL factors
COMPETITION
The competitive factor for a hotel can come from existing hotels, new
hotels and hotels planned to be constructed in the future. Hotel Restaurants
are in direct rivalry with other dining facility which are offering probably more
divers menu items. Thematic restaurants are a big challenge for every hotel-
restaurant.
The competition (the competitive set) might have a better selling and
marketing strategy, implementing new ideas or innovations. Financial power
and good revenue management capabilities of the competitor are things that
can affect our business.
New rules for safety and security regarding employees come with
investing in new training seminars, which means extra expenses.
TECHNOLOGY
ECOLOGICAL factors
Companies tend to go eco, or green and for this reason they must be
sure that they comply with government regulations.
Currently we are the only hotel in Brasov rated as a 5 star hotel, with
the old wing which is only 4 stars. With a huge parking lot we overcome any
other hotel in the city.
Our hotel can offer a wide range of lodging options (Aro Palace Lux -5
star, Aro Palace Business -4 stars, Capitol -3 stars, Postavarul -2 stars and
Aro Palace Sport -1 star).The total number of rooms is over 1300, which
makes us the largest chain hotel in Brasov.
Other strengths are the 3 restaurants, which won in the past several
awards in culinary contests. Some of these awards are: - the Lady Chef
award in Dubai, (2009), 2 gold medals and one silver medal at the
Internazionali dItalia Marina di Carrara, in Italy (2007)
We also offer 24 h room service for the guests, as well as Wi-Fi in the
rooms.
The Spa, 2 pools (interior and exterior) and a huge Gym is always a
plus for our demanding customers. We must mention also our conference
rooms, with total seating capacity of 950.
Finally, we are proud of the hotels new wing, which was recently
renovated in 2005.
WEAKNESSES
Despite of the renovation, the building is quite old. It was built in 1939,
so every year we must seriously check the infrastructure of the
establishment.
Take in consideration the size of the hotel, the costs and expenses are
enormous (furniture, fixtures, staff payroll and utilities).
Lack of training seminars as well as high turnover off the staff consist a
big ongoing issue. Other weakness is the room rate, which is higher than
most of our competitors have.
Our major problem consists in not having gambling facility (casino) due
to heavy bureaucracy and finally, bad on-line comments from complaining
customers can and is affecting our business.
OPPORTUNITIES
First threats come within the company. The thefts of employees as well
as guest thefts represent a huge loss for the company. (Things taken as
souvenir, money)
We have economic threats too such as, inflation and global recession.
One of the major threads is Mystery Shoppers from other 4 star hotels.
STRENGHTS
The Ambient Hotel is located in the city center, near the main road
which takes us to the Citadel.
The hotel has 4 stars, rooms rated as 4 and 3 stars (single, double
comfort, double-deluxe, double executive and duplex rooms), and totaling
67.
The hotel was built in the early 1990s, with 2 restaurants and a
conference center.
This hotel also has great cooperation with all well-known regional
travel agencies, shuttle to and from the airport, great hotel to crash if
traveling in business purposes. (Wi-Fi, fax and printer, limited concierge
service, in-room safe)
WEAKNESSES
OPPORTUNITIES
THREAHTS
One of the threads can consist of other 4 stars hotels which are
focusing on the same market segment. In the future they might lose
business on favor of hotels planned to be built near the Brasov International
Airport.
CONCLUSION
If we are to compare The Aro Palace Hotel and The Ambient Hotel
we can observe that the only target market they are fighting for is the
business travelers group.
Consumer analysis:
Based on the S.W.O.T analysis our segment market is:
Target market:
Pricing:
The Aro Palace is focusing on mixt pricing strategies. These ones fall
into 4 categories:
The second financial strategy is the volume. The more we sell the more
is better for the company. We are trying to reach 100% occupancy. Also we
look to our competitors and set the price accordingly.
Place:
The distribution channel shows us how we get our product from the
hotel to the costumers. Different distribution channels are as following: travel
and ticketing agent offices which can be located in hotel lobby too. Tour
wholesalers and operators can help us to maximize occupancy throughout
the year. Meeting planners connect us to the major companies from the
area, so we must always keep in touch with them. Hotel representatives are
highly trained personnel as they represent our image and they are promoting
our hotel in the best way they can. We hope to do better with travel bureau
in the future since we had some communication issues in the past.
Product:
Promotion:
Its important for the PR to have a good relation with all the media, as
they can keep us connected with potential clientele.